500 CEOs.An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business.Gerber walks you through the steps in the life of a business—from entrepreneurial infancy through adolescent growing pains to the mature entrepreneurial perspective: the guiding light of all businesses that succeed—and shows how to apply the lessons of franchising to any business, whether or not it is a franchise. Most importantly, Gerber draws the vital, often overlooked distinction between working on your business and working in your business.The E-Myth Revisited will help you grow your business in a productive, assured way.

    The book examines one quality of leadership per chapter, enabling students to apply concepts and skills to their leadership development. It provides self-assessment questionnaires, observational exercises, and reflection and action worksheets in each chapter. A new chapter on handling conflict has been added to the Second Edition, giving a multi-faceted view of conflict and methods for resolving conflict in leadership situations. Case studies have been added to the end of each chapter, including more global examples, and followed by questions to stimulate class discussion.

    This bestselling book includes complete instructions for obtaining federal 501(c)(3) tax exemption and for qualifying for public charity status with the IRS. It will help you: complete an IRS tax-exemption applicationprepare articles of incorporationwrite the bylaws of your nonprofitfill in minutes of the organizational meetingunderstand your state's specific nonprofit requirements The 9th edition is completely updated to provide the latest federal and state rules, including brand new requirements for filling out Form 1023 and other essential IRS documents. Plus, all the forms you need can be found both as tear-outs and on the CD-ROM. What are you waiting for? Incorporate your nonprofit and pursue your worthy cause

    The consensus is clear: MBA programs are a waste of time and money. Even the elite schools offer outdated assembly-line educations about profit-and-loss statements and PowerPoint presentations. After two years poring over sanitized case studies, students are shuffled off into middle management to find out how business really works.Josh Kaufman has made a business out of distilling the core principles of business and delivering them quickly and concisely to people at all stages of their careers. His blog has introduced hundreds of thousands of readers to the best business books and most powerful business concepts of all time. In The Personal MBA, he shares the essentials of sales, marketing, negotiation, strategy, and much more.True leaders aren't made by business schools-they make themselves, seeking out the knowledge, skills, and experiences they need to succeed. Read this book and in one week you will learn the principles it takes most people a lifetime to master.

    Now, with Fish! Tales, readers can learn how real-life businesses and individuals energized their workplaces--and their lives--by implementing the lessons from Fish! Best of all, the book stands on its own for newcomers to the Fish! philosophy.Fish! Tales focuses on diverse companies, such as a bustling Sprint regional customer service center, a quiet neuro-surgical unit at a major hospital, and a brilliant car dealership. It features dozens of short takesquick and easy ways to apply the Fish! philosophy right now. And it includes a detailed program with specific steps and action plans.

    This practical guide will save time and effort, helping you identify the vital parts of a project and communicate those parts and duties to other team members.

    A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.After years of research, Christensen has come to one critical conclusion: our long held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don’t buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world’s most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes—it’s about predicting new ones.Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they’ll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.This book carefully lays down Christensen’s provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world—and, most importantly, how not to squander the insights it provides.

    Not as a freelancer who only gets paid on a per piece basis, and not as an entrepreneurial start-up that wants to scale as soon as possible, but as a small business that is deliberately committed to staying that way. By staying small, one can have freedom to pursue more meaningful pleasures in life, and avoid the headaches that result from dealing with employees, long meetings, or worrying about expansion. Company of One introduces this unique business strategy and explains how to make it work for you, including how to generate cash flow on an ongoing basis. Paul Jarvis left the corporate world when he realized that working in a high-pressure, high profile world was not his idea of success. Instead, he now works for himself out of his home on a small, lush island off of Vancouver, and lives a much more rewarding and productive life. He no longer has to contend with an environment that constantly demands more productivity, more output, and more growth.   In Company of One, Jarvis explains how you can find the right pathway to do the same, including planning how to set up your shop, determining your desired revenues, dealing with unexpected crises, keeping your key clients happy, and of course, doing all of this on your own.

    A new generation of life entrepreneurs is emerging: people who apply their vision, talents, creativity, and energy not only to their work but to their entire lives, changing the world for themselves and those around them. In this book, successful entrepreneurs Christopher Gergen and Gregg Vanourek draw on numerous interviews with fifty-five leading entrepreneurs worldwide as well as the wisdom of multiple thought leaders to provide vivid examples, moving vignettes, concrete frameworks, and practical strategies for revving up our work and play through entrepreneurial leadership. This book starts by providing strategies for integrating life, work, and purpose and ends by capturing the implications of the current entrepreneurial boom for our workplaces, learning institutions, communities, and families.Christopher Gergen (Washington, D.C.) is a founding partner of New Mountain Ventures, co-founder and chairman of SMARTHINKING, Adjunct Professor and Director of the Entrepreneurial Leadership Initiative at Duke University, and a life-long entrepreneur,Gregg Vanourek (Thornton, CO) is a founding partner of New Mountain Ventures, former CEO of Vanourek Consulting Solutions, and former Senior Vice President of School Development for K12 Inc.

    You’ll learn how to:• Stay in control under pressure• Defuse anger and hostility• Find out what the other side really wants• Counter dirty tricks• Use power to bring the other side back to the table• Reach agreements that satisfies both sides' needsGetting Past No is the state-of-the-art book on negotiation for the twenty-first century. It will help you deal with tough times, tough people, and tough negotiations. You don’t have to get mad or get even. Instead, you can get what you want!

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    By offering strategic collaborations and efforts to develop and sustain nontraditional audiences, this book will directly impact the stability and future of America’s cultural and artistic landscape. Donna Walker-Kuhne has spent the last 20 years developing and refining these principles with such success as both the Broadway and national touring productions of Bring in ’Da Noise, Bring in ’Da Funk, as well as transforming the audiences at one of the U.S.’s most important and visible arts institutions, New York’s Public Theater. This book is a practical and inspirational guide on ways to invite, engage and partner with culturally diverse communities, and how to enfranchise those communities into the fabric of arts and culture in the United States.Donna Walker-Kuhne is the president of Walker International Communications Group. From 1993 to 2002, she served as the marketing director for the Public Theater in New York, where she originated a range of audience-development activities for children, students and adults throughout New York City. Ms. Walker-Kuhne is an Adjunct Professor in marketing the arts at Fordham University, Brooklyn College and New York University. She was formerly marketing director for Dance Theatre of Harlem. Ms. Walker-Kuhne has given numerous workshops and presentations for arts groups throughout the U.S., including the Arts and Business Council, League of American Theaters and Producers, the Department of Cultural Affairs, and the National Endowment for Arts to name a few. She has been nominated for the Ford Foundation’s 2001 Leadership for a Changing World Fellowship.

    The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.” —Jim Collins, author of New York Times bestselling author Good to Great and How the Mighty FallSome people have it, and others don’t. Jeffrey Pfeffer explores why, in Power.One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real world.

    This book shows how to integrate HR practices with the mission of their organization. An accessible tool complete with an instructor s manual, this book provides an integrated approach to current HR concerns and is unique in its focus on both public and nonprofit agencies. Offering guidance and techniques for implementing effective human resource management strategies job analysis, performance evaluation, recruitment and selection, training and development, compensation and benefits, and collective bargaining Pynes demonstrates how strategic human resources management is essential to proactively managing change.

    How can your institution do it and do it well? The Participatory Museum is a practical guide to working with community members and visitors to make cultural institutions more dynamic, relevant, essential places. Museum consultant and exhibit designer Nina Simon weaves together innovative design techniques and case studies to make a powerful case for participatory practice. "Nina Simon's new book is essential for museum directors interested in experimenting with audience participation on the one hand and cautious about upending the tradition museum model on the other. In concentrating on the practical, this book makes implementation possible in most museums. More importantly, in describing the philosophy and rationale behind participatory activity, it makes clear that action does not always require new technology or machinery. Museums need to change, are changing, and will change further in the future. This book is a helpful and thoughtful road map for speeding such transformation." -Elaine Heumann Gurian, international museum consultant and author of Civilizing the Museum "This book is an extraordinary resource. Nina has assembled the collective wisdom of the field, and has given it her own brilliant spin. She shows us all how to walk the talk. Her book will make you want to go right out and start experimenting with participatory projects." -Kathleen McLean, participatory museum designer and author of Planning for People in Museum Exhibitions "I predict that in the future this book will be a classic work of museology." --Elizabeth Merritt, founding director of the Center for the Future of Museums